TR
11111

COURSE INTRODUCTION AND APPLICATION INFORMATION

dba.ieu.edu.tr

Course Name
Code
Semester
Theory
(hour/week)
Application/Lab
(hour/week)
Local Credits
ECTS
Spring
Prerequisites
None
Course Language
Course Type
Required
Course Level
-
Mode of Delivery -
Teaching Methods and Techniques of the Course Discussion
Group Work
Case Study
Q&A
Course Coordinator
Course Lecturer(s)
Assistant(s)
Course Objectives
Learning Outcomes The students who succeeded in this course;
  • will be able to explain the major determinants of getting competitive advantage in today’s changing and complicated business environment
  • will be able to define organizational goals
  • will be able to develop strategic tools to achieve organizational goals
  • will be able to use strategic tools that will help the firm to reach its organizational goals
Course Description

 



Course Category

 Core Courses
X
Major Area Courses
Supportive Courses
Media and Managment Skills Courses
Transferable Skill Courses

 

WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES

Week Subjects Required Materials
1 Introduction to course syllabus; What is strategy? HBR article reading in groups
2 What is strategy? HBR article in-class discussions; Chapter-1: Basic Concepts of Strategic Management Porter, M. 1996. What is strategy? HBR, Vol. November-December, 61-78.
3 Blood bananas: Ending case for Part One; Chapter-3: Social Responsibility and Ethics in Strategic Management
4 Ethical Decision making exercises; Chapter-4: Environmental Scanning and Industry Analysis; Rogers’ Chocolate Case A homework Rogers’ Chocolate Case A
5 Rogers’ Chocolate Case A group and in-class discussions; Chapter -5: Internal Scanning; Organizational Analysis, Business Models; Amway in China Case A homework Rogers’ Chocolate Case A / Amway in China A Case
6 Amway in China A Case group and in-class discussions; Mission/Vision Statement Writing Based on Examples Group Discussion: Writing a mission and vision statement for Rogers’ Chocolate Case A and Discuss how they affect its future strategies Amway in China A Case / Rogers’ Chocolate Case A
7 Chapter-6: Strategy Formulation: Situation Analysis and Business Strategy; SWOT/TOWS Matrix & Business Strategies for IUE Undergraduate Education
8 Wrap-up for midterm exam / MIDTERM
9 Chapter-7: Strategy Formulation: Corporate Strategy; BCG Growth Share Matrix Case Discussion Case Discussion
10 Chapter 9: Strategy Implementation: Organizing for Action Review of the group project; 23 NISAN NATIONAL HOLIDAY
11 Chapter-10: Strategy Implementation: Staffing and Directing; Case study Case Discussion
12 Chapter-11: Evaluation and Control JSW Shoppe Case group and in-class discussion JSW Shoppe Case
13 Student Presentations: Strategic Management Project
14 Student Presentations: Strategic Management Project
15 Student Presentations: Strategic Management Project
16 Review of the Semester  
Course Notes/Textbooks Wheelen, T.L. & Hunger, J.D. Strategic Management and Business Policy, 13th ed. Pearson Education, 2012.\n
Suggested Readings/Materials Related books and journals.

 

EVALUATION SYSTEM

Semester Activities Number Weigthing
Participation
1
15
Laboratory / Application
Field Work
Quizzes / Studio Critiques
Portfolio
Homework / Assignments
Presentation / Jury
1
15
Project
1
10
Seminar / Workshop
Oral Exam
Midterm
1
30
Final Exam
1
30
Total

Weighting of Semester Activities on the Final Grade
70
Weighting of End-of-Semester Activities on the Final Grade
30
Total

ECTS / WORKLOAD TABLE

Semester Activities Number Duration (Hours) Workload
Course Hours
(Including exam week: 16 x total hours)
16
3
48
Laboratory / Application Hours
(Including exam week: 16 x total hours)
16
Study Hours Out of Class
Field Work
Quizzes / Studio Critiques
Portfolio
Homework / Assignments
10
Presentation / Jury
Project
1
25
Seminar / Workshop
Oral Exam
Midterms
1
25
Final Exams
1
    Total
98

 

COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP

#
 Program Competencies/Outcomes
* Contribution Level
1
2
3
4
5
1 To solve problems, to have analytical and holistic viewpoint and to develop strategic thinking as a principle in the field of business administration X
2 To evaluate It is aimed to graduate students whom are able to critique what they have already learn in the field of management, adopting life long learning and continuously developing themselves X
3 It is aimed to graduate students whom are able to transfer their academic knowledge to organizational level and capable of expressing themselves regarding organizational problems both oral and written X
4 The students are required to understand the concepts and ideas of business in both national and multinational settings and practice cross disciplinary and comparative analysis X
5 It is required to know and practice the quality and productivity principles of business life X
6 Act and think with an innovative motive and able to apply the academic knowledge gain during new and unconventional occasions X
7 Acquiring leadership qualifications and applying them successfully X
8 Working efficiently and effectively, learning how to be a team member, taking responsibilities, being open minded, constructive, vulnerable to criticism and having self confidence X
9 It is required to know the regional economic aspects and transfer the academic knowledge to real life with both national and international thinking X
10 To know and apply the realities of business ethics and act according to social, scientific and ethical values under any circumstances such as data collection, evaluation, announcing and practicing X
11 Able to use a foreign language as fluent as possible for both chasing the scientific publication and developing proper communication with colleagues from other countries, (“European Language Portfolio Global Scale”, Level B1) X
12 Intermediate in both written and spoken of a second foreign language X
13 Able to use computer programs and technology to an adequate level required by business practices. X

*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest

 

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